We don't. I'm just waiting the day we reach more than 100 microservices and my company realises that microservices was a bad idea to begin with. That's usually

We don't. I'm just waiting the day we reach more than 100 microservices and my company realises that microservices was a bad idea to begin with. That's usually the way it works: learning the hard way. To elaborate: - I do think there is value in "utility microservices". For example: a microservice to send email, a microservice to filter spam, etc. These are the next level libraries (because they do need to run as services 24/7). Management usually don't like these kind of microservices because these "domains" usually don't belong to any particular team, so managers cannot "own" their success. - I don't think there's much value in building microservices for the core of your business (e.g., a checkout microservice, a payments microservice, etc.). The usual argument management gives is: "we'll make teams more independent and they will be able to delivery stuff faster than with a monolith!". While this is sometimes true, "faster software delivery" is not on my top list of prioritites when it comes to build software.